Stories that inspire change and transform organizations.
Although they may seem worlds apart, consulting and literature feed from the same source: stories that transform. What lateral thinking and storytelling are good for in organizations.
Have you ever thought about the deep link between literature, as an art and discipline, and the work of organizational transformation and innovation? In the universe of stories, everything is possible, so let's indulge in this luxury: this analogy not only enriches the approach of consultants or referents from tools that we will see later, but also offers companies new perspectives and techniques for change and development. Let's say that it contributes deeply to the understanding of human problems, those characters that are sometimes very valuable in business.
As Hebe Uhart explained in some reflection, in every daily interaction beats a narrative that reveals the deepest identity of people. Likewise, in a company, those daily chronicles are the pulse that marks the construction of a culture, the tensions and opportunities for change. Do you remember those childhood stories that we preferred not to listen to because doing so opened doors that were a bit scary?
Just as if we were writers and with the sensitivity of a good storyteller, we will need to unravel the more or less hidden legends present within an organization, to understand its DNA and the beliefs that guide towards some path of growth.
There are analyses of how reading literary works boosts skills such as empathy and creativity, essential in leadership and consulting work. The Humanities and Business Studies Research Group published research a few years ago(*) linking reading with greater leadership capacity, highlighting key points: 80% of leaders who read fiction frequently reported feeling more competent to understand and anticipate the emotional needs of their teams; participants who integrated fiction reading into their training increased their ability to handle complex situations by 35% and their strategic decision-making skills by 25%; and 40% improved their communication skills to convey ideas more clearly and persuasively.
There seems to be something here that allows people to practice a form of reflective thinking that translates directly into management. Let's take a look at why.
Lateral thinking: innovation through new perspectives
The stories that employees tell in the corridors, chats or meetings are as revealing as a Sergio Bizzio story: they highlight what has not yet been said, hidden desires, frustrations, collective behavior... what is really going on and is hidden between the lines. The answers.
Narrative analysis is a literary skill used to identify patterns in the comments people make about their work experience, their expectations, about a project, the company's vision, conditions and benefits, etc. By listening to how they relate their day-to-day lives, a specialist can detect how they perceive management, collaboration or resistance. This technique not only reveals the current state of the corporate culture, but also offers clues on how to create a change epic that people can visualize and adopt, based on certain processes and initiatives. In the end, great transformations are not only managed, but also transmitted, contagious and, above all, just like a good book, recommended.
Lateral thinking is another key tool for solving complex problems. Popularized by Edward de Bono, and materialized with various techniques (SCAMPER, 6 Thinking Hats, PO, Forced Analogies, etc.), it challenges linear thinking and seeks creative and innovative solutions through unconventional approaches. As necessary in consulting as in literature, it challenges traditional logic and invites us to look at problems from previously unsuspected angles and in the most unexpected connections.
It is no coincidence that several authors, such as Italo Calvino in “The Invisible Cities”, present us with universes where solutions do not follow conventional paths, but follow unforeseen paths, as metaphorical as they are useful to “elasticize” our brain. De Bono, with his theory and method, asks organizations to find new answers to recurring problems that are always approached in the same way and generate the same results over and over again.
Now imagine a labyrinth: any of those in which Borges points out existential messages about the importance of knowledge, curiosity, time, reality and different points of view. While linear thinking seeks the exit by following the same path by heart, lateral thinking will propose jumping over the wall, creating a new door, climbing branches, looking for an ally in the opponent or, why not, redefining the objective.
An author like Alessandro Baricco would say, “activate lateral thinking, to redefine the scenario”. If in a traditional environment the solution would be sought within the established limits, the proposal is to question those limits and explore alternatives that previously would not have been even remotely considered. The key is in the question: What if we look at this beyond Neverland? And it's not just about doing something different for the sake of change, but understanding that, as in the stories, the answers are not on the surface, but in the subway layers of reality.
It is like an antidote against conformism, the tyranny of “it has always been done this way” and those issues that, although inefficient, have managed to establish themselves. If a company that, for example, was facing a marked staff turnover decides - not to focus only on improving salaries or benefits - but to rethink the experience in relation to the culture of personal care, reduce stress and increase well-being; it will not only solve the problem of turnover, but will increase productivity, and consequently profitability, and finally salaries and benefits as well.
Adapting quickly to changes and trends, as we have seen in other opportunities, is essential in today's business environment.
Empathy and communication: the human connection at the heart of innovation
Empathy (“feeling inside”) is a powerful engine for getting into human depths. Fiction develops it at high levels, as it allows readers to put themselves in the place of each character. Sometimes even more than one at the same time. Understanding the various places and points of view is a vital skill in dealing with relational dynamics in a company. Understanding issues not only in technical terms, but emotions as well, is a great gateway to the perspectives of all stakeholders.
A referrer who trains, explores and experiences this genre can listen to different voices at the same time and propose solutions that resonate with the REAL needs of the people involved. He or she can also see a 100% focused opportunity, in a context where no one had seen before; or make someone's life better, for real. Just as in storytelling, where plot and characters are not inseparable, in consulting solutions must be deeply intertwined with the expectations of those involved. It is not merely “a fashionable concept”. It is the power of combining the translation of emotions from old or new experiences into products and services that add real value.
Bizzio also shows us, with irony and subtlety, how small details can be revealing. Those narrative “small gestures”-the way someone refers to their boss, or how they describe a change-is the key to unraveling a seemingly unsolvable conflict.
It is a fundamental element for innovative leadership: those who can put themselves in the shoes of the people on their team, understand their fears and aspirations as if they were their own and not someone else's, will be able to drive change more effectively and outside the omnipresence of the great titles that remain only that.
Literature as an engine of creativity, communication and transformation
At this point, we can already affirm that literature is a laboratory of creativity. As we have been saying, a literary text, like an imaginary map in a Jules Verne novel, opens up new possibilities for thought and innovation. Not only if we use reading as a source of inspiration, but also writing as a source of creation and plots as the basis for strong strategies.
Leaders who encourage their teams to take time for oxygenation with free or recommended reading, will surely win on all sides. Consultants or collaborators who draw on this type of resources as raw material are capable of incorporating techniques such as the ones we have seen (with their strategic twists and rethinking of logics) to open new and better paths for their clients. In addition, like any established writer, they are able to master the art of communication to convey their ideas in a convincing way: writing reports and presentations with clarity and attractiveness; maintaining audience interest and understanding; creating training materials that use narrative techniques to enhance learning and information retention; and so many other things.
That's why Julio Cortázar 's “Around the World in 80 Worlds” doesn't just state a series of facts; the magic lies in connecting with the audience, arousing curiosity and generating enough trust to keep us on the edge of each page, making us participants. Just as in The Odyssey, The Divine Comedy or Don Quixote the protagonists found their way to the stars, seeking answers in records such as these illuminates neural pathways that would otherwise have remained off the radar.
Exploring universal themes: from power to ethics
One last one: literature and consulting share the exploration of universal themes. The authors we named above, and many others, delved into concepts such as power, ethics, identity and change, the future, bonds, wars, purpose, technological inventions... These topics are crucial in the organizational context. Having them at hand as a tool can open deep, productive and empowering discussions within a team.
And just as authors take us to unexplored worlds and challenge us to see reality differently, discussing certain works where power and authority are blurred is a way to analyze the leadership structure within a company and to invite people to see their challenges from a more thoughtful and self-critical perspective.
In short, by incorporating narrative, lateral thinking and empathy in our practices; possibilities are opened, capabilities are strengthened, environments of constant change are favored and those fragmented facts are identified that often do not have a linear chronology, but that give us clues about the dynamics of latent beliefs and challenges.
Imagine, then, a prose of change that inspires the organization to transform itself, just as Verne anticipated future worlds through his fiction. In the end, in novels as in business, the stories we tell and how we tell them make the difference between triumph and stagnation. And you, what are you going to read this summer?
(*) The study was conducted in 2020 with a sample of 150 leaders and managers from a variety of companies and sectors (finance, technology, public sector, education, business and cultural consultancy) in the UK.
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By Paula Benardoni, Innovation and People Centricity leader at Olivia.
